When Employment Ends – Shock, Responsibility and What Comes Next
Downsizing. Lay-offs. Getting sacked. Being booted out. Redundancies. Contract not renewed. Termination notice. Getting fired. being served P45.
Different words. Same reality. Your employment is coming to an end.
This is the first article in a three-part series about the current realities of employment terminations. In this opening piece, I explore why terminations happen from the employee perspective, how to deal with the immediate impact, and why internal communication and feedback practices matter more than most organisations realise.
The second article will address what not to do as an employer, how to choose redundancy selection criteria, and how to lose managerial credibility quickly when performance management is poorly handled.
The final article will focus on the often murky world of managerial and senior leadership terminations and my practical advice on what to do when you are personally faced with an unwanted termination.
Why write about this?
I have worked as an HR leader in over ten countries in organisations with strong global presence. Over the years, I have built a diverse international network of leaders, HR professionals and specialists across many industries.
Recently, a significant number of messages and emails I have received have one thing in common: people have been informed that their employment is ending. Often unexpectedly.
The volume of these conversations reflects economic cycles, geopolitical instability and post-pandemic restructuring. While industries differ, the financial pressure is visible almost everywhere.
What concerns me most is not that terminations happen. It is a normal part of business. Businesses must sometimes restructure. Roles become redundant. Performance expectations are not met. Contracts end. And in today’s world, the technological transformations mold companies and their strategies quicker than ever, AI changes not just companies but jobs, roles and competencies needed.
What concerns me is how often the notification comes as a total surprise.
In a time of publicly advertised corporate values, transparency commitments and equal treatment policies, termination should never be a surprise. Regardless of employment status, contract type or seniority level.
A well-managed organisation with documented employment practices and transparent communication does not create sudden endings. It signals risk early. It discusses performance honestly. It shares financial direction and business realities. It prepares people.
When termination becomes a shock, something in leadership or communication has already failed.
The First Reaction: ”I Will Sue Them”
When someone contacts me after losing their job, the first questions are often about legality.
- Was this legal?
- Can I build a case?
- Should I take them to court?
- They will pay for this!
With a few targeted questions, it is usually possible to assess whether due process has been followed. And sometimes, part of my responsibility is to advise against legal battles when there are no solid grounds.
The emotional reactions, however, are universal:
- ”This was so unexpected.”
- ”I am a strong performer. Why me?”
- ”Only underperformers are fired.”
- ”No one will ever hire me again.”
The intensity of the reaction often reflects three things:
- Level of personal commitment to the company.
- Personal financial situation and responsibilities.
- How unexpected the decision was.
The higher the engagement and trust, the greater the shock. If the termination also involves perceived betrayal by a trusted manager, shock quickly turns into anger.
Loss of employment is not only financial. It impacts identity, status, confidence and sense of belonging.
This is why leadership responsibility is critical. Transparent performance discussions, documented processes and consistent communication reduce not only legal risk but human damage.
Many tribunals and legal proceedings could be avoided if performance management was continuous rather than annual, if managers followed company policies, and if internal communication was open and timely.
What Should I Do Now?
After the initial shock, the focus must move forward. Terminations are common, and the transformation that our world is in today, makes sure that most people will be made redundant at least 2-3 times in our working careers.
In my coaching and advisory work, I frequently use the SARAH model to help people process difficult transitions. It is also widely used when preparing individuals for 360-degree feedback, where perception gaps can be confronting.
The SARAH model describes five common stages of reaction to change:
- S – Shock
- A – Anger
- R – Resistance
- A – Acceptance
- H – Healing and Hope
The process is not linear. People move back and forth between stages. Anger may resurface after acceptance. Resistance may appear unexpectedly.
But understanding the model helps people normalise their reactions.
Shock is natural. Anger is human. Resistance is protective. Acceptance is powerful. Healing creates space for hope.
When someone understands that what they are experiencing is part of a transition process, it becomes easier to regain focus.
Instead of staying in ”This is unfair,” the conversation can shift to:
- What have I learned?
- What feedback patterns exist?
- What type of organisation fits me better?
- What do I want next?
This is also where honest reflection matters. In some cases, 360-degree feedback reveals blind spots about ”how” results are achieved, not only ”what” is achieved. Many performance systems still focus primarily on results and neglect behavioural impact.
Results matter. How they are achieved matters equally.
Understanding this distinction is often a turning point for leaders who face unexpected termination.
The Employer Responsibility
There are situations where reducing workforce is necessary and legitimate. Sometimes roles must end immediately for business reasons.
However, dignity, transparency and preparation are always leadership choices.
Clear expectations. Continuous feedback. Documented processes. Open communication about business direction.
These do not eliminate difficult decisions. They eliminate unnecessary shock.
A Question for You
Have you experienced unexpected termination?
Did communication make a difference in how you processed it?
In the next article, I will explore redundancy selection criteria, why layoffs are often perceived as unfair, and how managerial credibility can be lost in a single poorly handled performance discussion.
And, should you need someone to talk to, please reach out!
